How Many Zeros in a Billion A Million A Trillion

What number of Zeros out of a Billion A Million A Trillion SAT/ACT Prep Online Guides and Tips Thinking about what number of zeros are in a billion? A trillion? A nonillion? Regardless of whether you’ve as of late won the lottery and are attempting to ensure your financial balance has the right number of zeros or you’re essentially attempting to locate a simple method to see what number of zeros are in enormous numbers (over a million), this is the article for you. We’ll separate a simple stunt for making sense of what number of zeros are in huge numbers and give a convenient outline to simple reference. What number of Zeros out of a Trillion? How Large Numbers Are Made The digit zero (0) is significant for checking huge numbers. The bigger the number is, the more zeros it has. Beginning at 1,000, huge numbers have gatherings of 0s in them. Each time you hop up to the following degree of number, another 0 is included. The main thousand has three 0s in it (1,000). The number 10,000 has four 0s in it (10,000). The main hundred thousand has five 0s in it (100,000). The main million has six 0s in it (1,000,000). Each time you have a full gathering of three zeros, as in one million (1,000,000), you utilize a comma to isolate them. What number of Zeros out of a Million? What number of Zeros of every a Billion? Reference Chart Here’s how numbers from 100,000 to 1,000,000,000,000,000,000,000,000,000,000 (nonillion) glance when worked out with the right gatherings of three 0s. Name Number of Zeros Worked Out One Thousand 3 1,000 Ten Thousand 4 10,000 One Hundred Thousand 5 100,000 One Million 6 1,000,000 Billion 9 1,000,000,000 Trillion 12 1,000,000,000,000 Quadrillion 15 1,000,000,000,000,000 Quintillion 18 1,000,000,000,000,000,000 Sextillion 21 1,000,000,000,000,000,000,000 Septillion 24 1,000,000,000,000,000,000,000,000 Octillion 27 1,000,000,000,000,000,000,000,000,000 Nonillion 30 1,000,000,000,000,000,000,000,000,000,000 Step by step instructions to Figure Out How Many Zeros out of a Million Attempting to make sense of what number of zeros ought to be in a huge number? Every enormous number consistently adds a zero to the number quickly going before it, beginning at 1,000. 1,000 has three zeros. That implies that the following enormous number, ten thousand (10,000), has four zeros. The equivalent goes when you get into the millions. One million has six zeros (1,000,000). Ten million has seven zeros (10,000,000). One hundred million has eight zeros (100,000,000). At the point when you make the bounce starting with one huge number then onto the next assignment (for example, from one million to one billion), you’ll include a gathering of three zeros. One million has six zeros (1,000,000), while one billion has nine zeros (1,000,000,000). Recap: How Many Zeros out of a Billion? Zero the most significant digit for making huge numbers. Enormous numbers over 100,000 have gatherings of three zeros isolated by commas. A million has six zeros, a billion has nine, and a trillion has 12. What’s Next? Composing an exploration paper for school however not certain what to expound on? Our manual for research paper themes has more than 100 subjects in ten classes so you can make certain to locate the ideal point for you. Finding out about common logs? Look at our guide on the regular log rules you should know to pro this subject. What is dynamic balance and what does it have to do with corroded vehicles? Discover by perusing our total manual for dynamic harmony.

Herman Miller Inc Essay

From the central command of Herman Miller Inc. , Curt Pullen talks in the midst of the indisputable beating sounds and uproar related with a development work site about his company’s plan to bounce back from the downturn. Pullen, the firm’s official VP and leader of North America, says the laborers are putting in new lower-stature Herman Miller workstations intended to suit a developing pattern in workplaces toward increasingly open, communitarian conditions. The new item, called Canvas, is a piece of the company’s showcase move methodology after the interest for office furniture fell hard during the financial downturn. The arrangement likewise includes broadening into the human services and scholastic furniture markets and more accentuation on rising economies. The arrangement gives off an impression of being paying off. Without precedent for almost four years the organization announced two sequential quarters of twofold digit rate deals development in the wake of discharging its second-quarter profit explanation on Dec fifteenth. Requests in the subsequent quarter rose 34% to $462 million. President Brian Walker noticed the company’s extended market reach as a contributing component to development. Noteworthy increments happened in global markets where deals rose 33%. In 2010 the organization procured UK-based ergonomic workstation producer Colebrook Bosson Saunders and bought resources from Australian furniture creator Living Edge Group. In 2008, the organization declared an association with China’s Posh Office Systems Ltd. to extend in the Asia-Pacific area. The organization ascribed a year-end flood to gains in its worldwide, medicinal services, learning and retail vertical markets. The extending human services industry has gotten one of the company’s key development targets. One of the later ventures into the human services field went ahead Jan. 31 when Herman Miller finished its procurement of social insurance furniture maker Nemschoff Chairs LLC situated in Sheboygan, Wis. Herman Miller structured the Canvas workstation at a lower stature than customary workstations to encourage a work environment pattern toward increasingly synergistic situations. The structure likewise permits all the more light into work regions and spares space, the organization says. Counting sinks and headwalls, to be reconfigured to address quiet issues. 2. Business Strategy: Broad Differentiation Strategies This procedure seeks after the buyer’s needs and inclination to make them happy with the item. What's more, to be not quite the same as different adversaries, the item should have interesting item qualities that a wide scope of purchasers discover engaging and worth paying for. The procedure accomplishes its point when an appealingly enormous quantities of purchasers discover the client purchaser offer. Herman mill operator is seeking after this procedure as we allude to the contextual analysis that their items depend on the plan which is planned by the individuals who utilize the furnishings. Like the leader of Herman Miller stated: ‘people are significant not the furnishings. Furniture ought to be useful’. Also, this organization stresses on item plan and natural inviting, these are two fundamental things that they have been rehearsing for a long time. Besides, they likewise put more in innovative work for item development. Take a case of office plan item, Herman Miller’s Insight and Exploration group watched different working environments to dissect how individuals team up and the manners by which their collaborations fluctuate throughout a day, and for the duration of the life of an undertaking by separating the nuances of how, when, where, and why individuals interface autonomous of substance or industry. Senior Researcher Shilpi Kumar takes note of that, â€Å"outlining these cooperative work practices will engage fashioners and chiefs with a more noteworthy comprehension for how individuals truly work, and will empower increasingly educated decisions concerning office spaces. Herman Miller exploits the developing want for green items to make a superior world and increment ergonomic furnishings, in light of the fact that the shoppers are eager to pay a premium for such quality and social dependable item. Since the fashioner of Herman Miller accentuated quality, greatness, and the nonstop imp rovement of their items, clearly one of their item which is planned by Charles and Ray Eames since its dispatch in 1950 had created from plastic seat to wood seat in 2000. She likewise affirmed that this wood seat is multiple times recyclable since Herman Miller is worried about natural agreeable, and Eames Molded Wood Side Chair procures â€Å"Gold† grant at NeoCon 2013 in the Guest Seating classification. 3. Practical technique: Research and Development (R&D) This classification centers around procedure that is worried about the activities in overseeing specific capacities inside a business particularly in R&D. As far as Herman Miller R&D, they put resources into innovative work (R&D) monetarily. Despite the fact that there was downturn in money related, Herman Miller despite everything put a huge number of dollars in R&D. The interest in R&D was code named Purple. An aftereffect of interest in R&D was an outgrowth of task Purple. The objective of this task was to spread past the limits of typical business. Herman mill operator made an uncommon group called the embellishments group in which the group distinguished a potential development zone. This group is made to enlist individuals with various controls expected to help that objective. What's more, this group centers around contributing plans to the accomplishment of the group from all assets and furthermore to build up a specific item as it experiences that bit of work. This task is in accordance with utilitarian technique of R&D in which a company’s item improvement speaks to the arrangement for keeping the company’s item as per what purchasers are searching for (Thompson et al, 2014). On account of Herman Miller Inc, they started with inquire about in each genuine structure arrangement wherein the misuse and experiences of the best research prompts human-focused plan and critical thinking. Herman Miller Inc is doing numerous things for R&D on account of training, manageability, execution, human services, producing, structures plan and ergonomics. Herman Miller Inc has its major R&D exercises and ventures, I. e. its approach to help and build up a company’s item. As per Herman Miller’s budget summary for monetary years 2006-2011, there was a decrease in plan and research in 2009 because of the continuous financial downturn. Figure 1. 1: Spending on Design and research So far, they have done some examination ventures viewing training, for example, student’s look into work practices behind development spaces. In the fall 2012, there was an undertaking Herman Miller financed as a method of putting resources into the up and coming age of laborers by allowing understudies to apply what hello realize in a genuine setting. Herman Miller needed them to take a gander at the business goal of the organization. Other than Herman Miller giving the assets, the workers of the organization additionally partook in the venture. After the field examine, the objective of this venture was that the understudies shared what they had gained from setting off to the organization for a workshop. The organization likewise needed to find progressively about spots that energize inventiveness and the spots of imaginative individuals. Other than Herman Miller giving the assets, the worker of the organization likewise took part in the venture. In regards to with the examination in innovation, the exploration begins by understanding which mechanical patterns are making new practices in the work environment. So from that, they can deliver new structure arrangement. In the course of the most recent three years, a gathering of architects, specialists, and scientists, the Insight Herman Miller and Exploration Team (I and E) has concentrated on rising advancements and how they adjust social conduct in the work environment. Herman Miller’s objective is to recognize the innovation slants that are pertinent to the workplace and furthermore seeing new practices that permit the originators, draftsmen and makers to bring new working environment plan. For human services, Herman Miller Healthcare saw the chance to examine and break down by doing the exploration from the conversation of Bluewater wellbeing in which preceding plan improvement and furthermore the fulfillment and security of patients and staff individuals. Herman Miller Healthcare is supporting an examination venture that will investigate how changes in the fabricated condition have influenced staff in three significant territories: Ambulatory Care, Intensive Care Unit and Emergency Department. 3 4. Utilitarian Strategies: Marketing is one of the procedures utilized under useful methodology. Above all else, Herman Miller items were sold universally through entirely possessed auxiliaries in nations including Canada, France, Germany, Italy, Japan, Mexico, Australia, Singapore, China, India, and the Netherlands. Consequently, they utilize the universal technique to contend its items in every nation. At the end of the day, they utilize the remote auxiliary procedures since it appeared that they like to have an immediate authority over all parts of working in an outside nation that is the motivation behind why they set up entirely possessed auxiliaries. Subsequently, this system was effective as their image was perceived by clients and expanded client base spreading more than 100 nations. In addition, they utilized green promoting system to sell their items. This is on the grounds that they for the most part center around ecological well disposed, for example, Mirra seat, one of their items which was made of 45 percent reused materials, and 96 percent of its material were recyclable. In this way, the seats utilized 100 percent sustainable power source. Because of this procedure utilized, Mirra seat was recorded as one of the Top 10 Green Products by Architectural Record and Environmental Building News. Thus, this can show the accomplishment of utilizing this procedure. Also, Herman Miller occupied with collaborating promoting with key accomplices. As the examp

Hawaii

Hawaii Hawaii, island (1990 pop. 120,217), 4,037 sq mi (10,456 sq km), largest and southernmost island of the state of Hawaii and coextensive with Hawaii co.; known as the Big Island. Geologically the youngest of the Hawaiian group, Hawaii is made up of five overlapping volcanic mountain masses rising from the floor of the Pacific Oceanâ€"Kohala, the oldest and northernmost; Mauna Kea, the highest point in the state (13,796 ft/4,205 m above sea level); Mauna Loa, the largest active volcano in the world; Hualalai, in the west; and Kilauea, on the SE slopes of Mauna Loa. Lava flows, some of which reach the sea, and volcanic ash cover parts of the island. The north and northeast coasts are rugged with high cliffs; the west and south coasts are generally low, with some good bathing beaches. An unusual black-sand beach lies on the southeast coast. Short rivers radiate from the major summits; Wailuku River, the longest, flows into Hilo Bay. Many waterfalls are on the island. Hawaii has a tropic al-rainy climate, with the north and east slopes receiving the most rain. The west and south slopes are much drier; the Kau Desert is in S Hawaii. Temperatures decrease with elevation; Mauna Loa and Mauna Kea are usually snow-covered in winter. Vegetation varies from tropical rain forest to grasslands to barren volcanic areas. The island's principal agricultural industries are forestry and macadamia nut production. The Kona district of W Hawaii is the coffee belt of the United States and is also known for its health resorts and offshore deep-sea fishing. Hilo , on the east coast, is the island's largest city and chief port and is the county seat. A highway, linking the coastal towns, encircles the island. At Kealakekua Bay there is a monument to Capt. James Cook, the first English explorer to visit (1778) the Hawaiian islands. Hawaii Volcanoes National Park and Pu'uhonua o Honaunau National Historical Park are on Hawaii (see National Parks and Monuments , table). All over th e island heiaus (ancient temples) are found. The Columbia Electronic Encyclopedia, 6th ed. Copyright © 2012, Columbia University Press. All rights reserved. See more Encyclopedia articles on: U.S. Political Geography

Biography of Walter Cronkite, Journalist and Anchorman

Walter Cronkite was a journalist who defined the role of network anchorman during the decades when television news rose from being the  neglected stepchild of radio to a dominant form of journalism. Cronkite became a legendary figure and was often called the most trusted man in America. Fast Facts: Walter Cronkite Known For: Broadcast journalist and anchorman who covered key moments in American historyAlso Known As: The Most Trusted Man in AmericaBorn: December 4, 1916 in  St. Joseph, MissouriDied: July 17, 2009 in New York City, New YorkEducation: University of Texas at AustinSelected Awards: Presidential Medal of Freedom, NASAs Ambassador of Exploration Award, Four Freedoms Award for the Freedom of SpeechNotable Quote: And thats the way it is. Originally a print reporter who excelled as a battlefield correspondent during  World War II, Cronkite developed a skill for reporting and telling a story which he brought to the embryonic medium of television. As Americans began receiving much of their news from television, Cronkite was  a familiar face in living rooms across the country. During his career Cronkite covered combat up close, putting himself at risk on a number of occasions. In less dangerous assignments he interviewed presidents and foreign leaders, and covered critical events from the  McCarthy era  to the early 1980s. For a generation of Americans, Cronkite provided a highly credible voice and a steady and calm manner during tumultuous times. Viewers related to him, and to his standard closing line at the end of each broadcast: And thats the way it is. Early Life Walter Cronkite was born in St. Joseph, Missouri, on December 4, 1916. The family moved to Texas when Cronkite was a child, and he became interested in journalism during high school. While attending the University of Texas,  he worked for two years part-time for the Houston Post newspaper, and after leaving college he took a variety of jobs at newspapers and radio stations. In 1939, he was hired to be a war correspondent by the United Press wire service. As World War II intensified, the newly married Cronkite departed for Europe to cover the conflict. Formative Experience: World War II By 1942, Cronkite was based in England, sending dispatches back to American newspapers. He was invited into a special program with the U.S. Army Air Force to train journalists to fly aboard bombers. After learning basic skills, including firing the airplanes machine guns, Cronkite flew aboard an Eighth Air Force B-17 on a bombing mission over Germany. The mission turned out to be extremely dangerous. A correspondent from the New York Times, Robert P. Post, who was flying  on another B-17 during the same mission, was killed when the bomber was shot down. (Andy Rooney, a correspondent for Stars and Stripes and a future CBS News colleague of Cronkite, also flew on the mission and, like Cronkite, made it back to England safely.) Cronkite wrote a vivid dispatch about the bombing mission which ran in a number of American newspapers. In the New York Times of February 27, 1943, Cronkites story appeared under the headline Hell 26,000 Feet Up. On June 6, 1944, Cronkite observed the D-Day beach assaults from a military plane. In September 1944, Cronkite covered the airborne invasion of Holland in Operation Market Garden by landing in a glider with paratroopers from the 101st Airborne Division. Cronkite covered the fighting in Holland for weeks, often putting himself at considerable risk. At the end of 1944, Cronkite covered the German offensive that turned into the Battle of the Bulge. In the spring of 1945, he covered the end of the war. Given his wartime experiences, he probably could have gotten a contract to write a book, but he chose to keep his job at United Press as a correspondent. In 1946, he covered the Nuremberg Trials, and following that he opened a United Press bureau in Moscow.   In 1948. Cronkite was back in the United States. He and his wife had their first child in November 1948. After years of travel, Cronkite began gravitating to a more settled life, and began to seriously think about jumping from print journalism to broadcasting. Early TV News In 1949 Cronkite began working for CBS Radio, based in Washington, D.C. He covered the government; a focus of his job was to broadcast reports to stations located in the Midwest. His assignments were not very glamorous, and tended to focus on agricultural policy of interest to listeners in the heartland. When the Korean War began in 1950, Cronkite wanted to return to his role as  an overseas correspondent. But he found a niche in Washington, delivering news about the conflict on local television, illustrating troop movements by drawing lines on a map. His wartime experience seemed to give him a certain confidence on the air, and viewers related to him. At that time, TV news was in its infancy, and many influential radio broadcasters, including even Edward R. Murrow, the legendary star  newsman of CBS Radio, believed television would be a passing fad. Cronkite, however, developed a feel for the medium, and his career took off. He was essentially pioneering the presentation of news on television, while also dabbling in interviews (once taking a tour of the White House with President Harry S. Truman) and even filling in as the host of a popular game show, Its News to Me. The Most Trusted Man in America In 1952, Cronkite and others at CBS put serious effort into presenting, live on the air, the proceedings of both major party political conventions from Chicago. Before the conventions, CBS even offered classes for politicians to learn how to appear on television. Cronkite was the teacher, giving points on speaking and facing the camera. One of his students was a Massachusetts congressman, John F. Kennedy. On election night in 1952, Cronkite anchored CBS News coverage live from a studio at Grand Central Station in New York City. Sharing the duties with Cronkite was a computer, Univac, which Cronkite introduced as an electronic brain that would help tally votes. The computer mostly malfunctioned during the broadcast, but Cronkite kept the show moving along.  CBS executives came to recognize Cronkite as something of a star. To viewers across America, Cronkite was becoming an authoritative voice. In fact, he became known as the most trusted man in America. Throughout the 1950s, Cronkite reported regularly on CBS News programs. He developed an early interest in Americas early space program, reading anything he could find about newly developed missiles and plans to launch astronauts into space. In 1960, Cronkite seemed to be everywhere, covering the political conventions and serving as one of the journalists asking questions at the final Kennedy-Nixon debate. On April 16, 1962, Cronkite began anchoring the CBS Evening News, a position he would hold until he chose to retire in 1981. Cronkite made sure he wasnt merely the anchorman, but the managing editor of the newscast. During his tenure, the broadcast expanded from 15 minutes to a half-hour. On the first program of the expanded format, Cronkite interviewed President Kennedy on the lawn of the Kennedy family house at Hyannis Port, Massachusetts. The interview, conducted on Labor Day 1963, was historically important as the president seemed to be adjusting his policy on Vietnam. It would be one of the last interviews with Kennedy before his death less than three months later. Reporting on Key Moments in American History On the afternoon of November 22, 1963, Cronkite was working in the CBS newsroom in New York City when bells indicating urgent bulletins began ringing on teletype machines. The first reports of a shooting near the presidents motorcade in Dallas were being transmitted via wire services. The first bulletin of the shooting broadcast by CBS News was voice-only, as it took time to set up a camera. As soon as it was possible, Cronkite appeared live on the air. He gave updates on the shocking news as it arrived. Nearly losing his composure, Cronkite made the grim announcement that President Kennedy had died from his wounds. Cronkite stayed on the air for hours, anchoring the coverage of the assassination. He spent many hours on the air in the following days, as Americans engaged in a new sort of mourning ritual, one conducted via the medium of television. In the following years, Cronkite would deliver news about the Civil Rights Movement, the assassinations of Robert Kennedy and Martin Luther King, riots in American cities, and the Vietnam War. After visiting Vietnam in early 1968  and witnessing the violence unleashed in the Tet Offensive, Cronkite returned to America and delivered a rare editorial opinion. In a commentary delivered on CBS, he said that, based on his reporting, the war was a stalemate and a negotiated end should be sought. It was later reported that President Lyndon Johnson was shaken to hear Cronkites assessment, and it influenced his decision not to seek a second term. One big story of the 1960s that Cronkite loved to cover was the space program. He anchored live broadcasts of rocket launches, from projects Mercury through Gemini and to the crowning achievement, Project Apollo. Many Americans learned how the rockets operated by watching Cronkite give basic lessons from his anchor desk. In an era before TV news could utilize advanced special effects, Cronkite, handling plastic models, demonstrated the maneuvers that were being performed in space. When Neil Armstrong stepped onto the surface of the moon on July 20, 1969, a nationwide audience watched the grainy images on television. Many were tuned into CBS and Walter Cronkite, who famously admitted, after seeing Armstrong make his famous first step, Im speechless. Later Career Cronkite continued covering the news through the 1970s, anchoring events such as Watergate and the end of the Vietnam War. On a trip to the Middle East, he interviewed Egyptian president Sadat and Israeli prime minister Begin. Cronkite was given credit for inspiring the two men to meet and eventually forge a peace treaty between their countries. For many, the name Cronkite was synonymous with  the news. Bob Dylan, in a song on his 1975 album Desire, made a playful reference to him: I was sittin home alone one night in L.A.Watching old Cronkite on the seven oclock news... On Friday, March 6, 1981, Cronkite presented his final newscast as an anchorman. He chose to end his tenure as anchor with little fanfare. The New York Times reported that he had spent the day, as usual, preparing the newscast. In the following decades, Cronkite appeared often on television, at first doing specials for CBS, and later for PBS and CNN. He remained active, spending time with a wide circle of friends that came to include artist Andy Warhol and Grateful Dead drummer Mickey Hart. Cronkite also kept with his hobby of sailing in the waters around Marthas Vineyard, where he had long kept a vacation home. Cronkite died at the age of 92 on July 17, 2009. His death was front-page news across America. He is widely remembered as a legendary figure who created and embodied a golden age of television news. Sources Brinkley, Douglas. Cronkite. Harper Perennial, 2013.Martin, Douglas. â€Å"Walter Cronkite, 92, Dies; Trusted Voice of TV News.† New York Times, 17 July 2009, p. 1.Cronkite, Walter. Hell 26,000 Feet Up. New York Times, 17 February 1943, p. 5.

Business Plan on Benefits Elections System

A Benefits Elections System is a system that is usually controlled by the Human Resources and it allows the employees to change some of their benefits like insurance and other benefits that they may be enjoying in the company. (Keller, Siegrist Gutscher, 2008) There are several considerations that are necessary to be addressed when considering the possible security requirements and the possible risks which are associated with the Benefits Elections Systems. Some of the things that need to be considered include: The complexities involved When setting up the project, care should be taken to ensure that all the requirements of the benefits election system are taken into consideration. The complexities should not be ignored. There should be a proper allocation of resources so as to incorporate all the requirements. If any of the requirements is left unattended to then the whole project is likely to get stalled before completion (Keller, Siegrist Gutscher, 2008) Time consumption The project should have an accurate timetable that should be followed to the later. If the timetable is not properly followed then the project might not be completed in time. The timetable should indicate all the activities to be carried out and the time that is allocated for every activity in the project design. Each phase should be completed within the stipulated time limit. Untimely errors during the implementation process The project designers should ensure that they put some provision for the errors. This will help to control the errors whenever they occur during the implementation process. The Benefits election system should be tested from the environment in which it is to be deployed so as to ensure that the system works properly and meets all the needs of the users and also ensure that users are familiarized with its use. The security requirements for the implementation of the Benefits Elections Systems will be addressed within the following contexts: The specifications of the operational environment The operational environment needs to be taken into consideration since it will determine the types of security measures that need to be put in place. Diagrams which will be specifying trust and risk boundaries. This will be achieved through the use of dataflow diagrams These diagrams will help to show the flow of events and the progress of the project so as to ensure that there is a timely completion of all the phases involved in the design process. Specifications of the resources and an outline of their capabilities. All the resources that are to be used in the project should be properly defined so as to ensure that cases of lack of sufficient resources do not occur during the implementation process. A comparison of the resources specifications to users of resources which are being implemented within the set requirements Possible points of a breach in security by cyber attacks and also analysis of the cyber attack profile. Scenario cases of misuse The security requirements will describe the functional and non-functional requirements that should be satisfied in order to achieve the security attributes of the system The security requirements can be formulated at different abstraction levels. The security requirements that can be used include: Secure Functional Requirements – This requirement can be derived from misuse cases and it usually describes what shall not happen. It is integrated into each of the functional requirements. Functional Security Requirements – it can be derived from the best practices, policies and regulations of the system. It involves the security services that need to be achieved by the system which is being described. It includes: authenticating the system, authorization, performing server clustering and making of back-ups. Non-Functional Security Requirements – they are related to the architectural requirements. It includes the robustness of the system and is derived from the architectural principles of the system and good standards. Secure Development Requirements – they describe the required activities and ensure that the system is not subject to vulnerabilities. Includes data classification and test methodologies. Project Plan The systems development Life Cycle This stage starts with the commencement of the system planning process and continues to the system acquisition and development, implementation, operations and maintenance and ends with the deposition of the system. (Schneier, 2008) There are some specific security decisions which must be made throughout the process so as to ensure that the system is secure. Some of the stages include: Initiation phase This begins with determining the need for the system. During this time the organization defines the security requirements. The approval decisions made by the management are done at this stage. Information which is obtained at this point can be used to estimate the cost of the whole system and also the cost of the security measures to be implemented. The organization also establishes security categorization and conducts a risk assessment for the information system being developed. (Schneier, 2008) Depending on the size of the project, this stage can take between 2 weeks to 2 months. The duration that it may take depends on negotiations and decisions that need to be made. Implementation stage During this time, the system is installed and an evaluation is done in the organization’s operational environment. This stage takes most of the time for the design process. It may take between 1 6 months depending on the size of the project. During the implementation stage, a smooth transition has to be implemented so that the staff is familiarized with the new system (Schneier, 2008). Operations/Maintenance Phase This stage involves modifications to the system so that it meets all the needs of the employees. It takes place after the implementation stage and continues throughout the life cycle of the system (Schneier, 2008). References Bruce Schneier, Beyond Fear.(2008) Thinking Sensibly about Security in an Uncertain World, Copernicus Books Goldwasser, S. Micali, and C. Rackoff (1989) The Knowledge Complexity of Interactive Proof Systems, SIAM J. Computing, vol. 18, num. 1, pp. 186–208 Keller, C., Siegrist, M., Gutscher, H. (2006) The Role of the Affect and Availability Heuristics in Risk Communication. Risk Analysis, Vol. 26, No. 3

Night Creature Hunter’s Moon Chapter 5 Free Essays

string(24) " glanced at the midget\." I stepped into a room so filled with smoke I could barely see. Since I hadn’t had a cigarette in two years, my eyes burned and my throat clenched, even as I yearned. I missed cigarettes. We will write a custom essay sample on Night Creature: Hunter’s Moon Chapter 5 or any similar topic only for you Order Now More than I could say. The door slammed behind me, and everyone stared. I stared back, feeling as if I’d stepped into a backwoods edition of Star Wars. I even glanced at the stage to see if the jazz was coming from a bizarre collection of aliens playing instruments I’d never seen before. But the raised, open area was empty, the music wailing out of a jukebox instead. People of every shape, size, color filled the room. That struck me as odd right away. Folks in the north woods were not known for socializing with the Indians, and this tavern must be way over their quota of African-Americans north of the great Green Bay divide. There were women – young and old, fat and thin, black, white, and red. Men the same way. Even a midget – make that litde person – was perched on a stool at the bar. I’d stepped into the twilight zone. But when? Everyone still stared at me as if I’d invaded a sacred place. This was a bar, wasn’t it? My money was as good as the next guy’s. â€Å"Hi.† I waved. No one answered, but they did go back to their drinks and their smokes. I scanned the room for Damien, but he wasn’t there. I crossed to the bar, took a seat next to the little guy. He blew smoke in my face. So much for being welcome. I didn’t see a bartender. Not at first. Spinning my chair, I scanned the crowd again. Damien had come in here. I’d seen him. He was not a figment of my imagination. But I was beginning to wonder what he was, since he seemed able to appear and disappear at will. I’d learned, over the past few years, that there were more things to fear in this world than werewolves. A lot more. I turned back and let out a little shriek. The man I’d been searching for stood directly in front of me on the other side of the bar. He may have found his shirt, but he seemed to have trouble with buttons. He’d only managed the bottom two, and an enticing V of pale, smooth flesh flashed against the black silk. â€Å"What can I get you?† I forced my eyes from his chest to his face. He lifted a brow. He knew I’d been looking. I only hoped I hadn’t been drooling. The thought made me straighten, scowl, snap, â€Å"Where were you?† â€Å"Right here.† â€Å"No.† I shook my head for emphasis – though I wasn’t sure if the movement was for my benefit or his. â€Å"I was rotating stock.† He pointed behind the bar, toward the ground. Relief rushed through me. I wasn’t losing it. Not again. Or at least not yet. â€Å"What can I get you?† he repeated. â€Å"You’re the bartender?† â€Å"No, I’m independently wealthy. I come in here on Tuesday nights and wait on people for fun.† Since he said the words without a hint of humor or a trace of a smile, I almost wondered if he was serious. Until the midget snorted. â€Å"Do you have white wine?† I asked. I wasn’t much of a drinker. I needed my wits about me all the time. I never knew when someone might turn into a werewolf and try to kill me. This happened a lot more than you might think. It was usually the person you least expected it to be, too. I glanced at the tiny man sitting next to me. He lifted his upper lip in what was either a bad Elvis imitation or a snarl; I wasn’t sure which. Could he†¦ ? Nah. â€Å"The wine is more like vinegar.† I returned my attention to Damien as he set a white soda in front of me. â€Å"You’re better off with this, Miss†¦ ?† I never had told him my name. Oops. â€Å"Leigh Tyler.† I reached for the glass, my hand heading down as his headed up. Our fingers brushed and a jolt of awareness shot across my skin, making the hair on my arms tingle and the back of my throat tighten. Damien must have felt it, too, because he jerked back as quickly as I did and busied himself wiping a drop of condensation from the bar. My throat wouldn’t ease up. My skin wouldn’t stop jumping. I had a feeling this was what it felt like to be hopped up on drugs or maybe coming off them. I grabbed the glass and took a sip. The mellow, sweet soda soothed both the dryness in my mouth and the tension in my body. I needed to get to work here, but it had been so long since I’d talked to a man, I wasn’t sure if I remembered how. I coughed gently, then rubbed my hands along my tingling arms, wondering if the sensation would ever fade. My gaze drifted over Damien’s profile – the smooth wash of his hair across his cheek, the glint of light eyes in a pale face. I sighed. Most likely I was going to feel like this every time I came near him. Damn. â€Å"So, what’s the name of this place?† I asked. â€Å"Isn’t one.† â€Å"A bar without a name?† He shrugged. â€Å"Happens. They’ve tried to call it everything from Skunk Hill to Tavern in the Green. Nothing really fits. So the place is just†¦Ã¢â‚¬  he spread his hands, â€Å"here.† I nodded, took another sip of soda, and set the glass back on the bar trying to figure out how to broach the questions I needed to ask. â€Å"How’d you find me?† I opened my mouth, shut it again, stumped. He thought I’d tracked him down? Of all the nerve! But I suppose guys who looked like Damien Fitzgerald had women following them all the time. I glanced at the midget. You read "Night Creature: Hunter’s Moon Chapter 5" in category "Essay examples" He slammed back a shot and a beer, then gave me that weird little snarl again. â€Å"Stop that, Cowboy. She’s going to think you’re not housebroken yet.† Cowboy shrugged and jumped down from the stool. As he walked over to join an ancient Native American woman at a table in the corner I saw how he’d gotten his nickname. Tiny cowboy boots with three-inch heels graced his little feet. â€Å"I didn’t know they made them that small,† I murmured. â€Å"People come in all shapes and sizes.† I turned back to Damien. â€Å"I meant the boots.† â€Å"Oh.† He shrugged. â€Å"They make those in all shapes and sizes, too.† â€Å"So I see.† Damien picked up a dish towel and started drying glasses. He kept gazing at me as if waiting for me to speak. I was happy to oblige. â€Å"Why did you disappear earlier?† He shrugged. â€Å"I don’t like cops.† â€Å"I don’t have much use for bartenders, either.† â€Å"Ouch.† His lips twitched, but still he didn’t smile. â€Å"Except I didn’t mean you; I was talking about the sheriff.† I frowned. He was gone before Jessie had shown up. Or so she’d said. â€Å"How’d you know she was coming?† â€Å"Couldn’t you hear her? She wasn’t trying to be quiet.† I hadn’t heard Jessie. Because I was distracted by his great chest or because he had supernatural hearing? â€Å"Where’d you find your clothes and your shoes?† â€Å"In my room. Where’d you find yours?† â€Å"You have a room in the middle of the forest?† He flicked his head toward the back of the building. His hair flew around his face, settling into a slightly more rumpled position than before. â€Å"There’s a cabin out back. I preferred it to the room upstairs.† Room upstairs? Jessie hadn’t been sending me on a wild-goose chase. She’d sent me to my room. Above a weird bar, in the dense woods. I was still going to hold her head under a faucet. â€Å"What’s wrong with the room upstairs?† I asked. â€Å"What do you care?† I let out a sigh and stifled the urge to curse. â€Å"Because it’s mine.† â€Å"You’re the one who rented the room?† He appeared as happy about it as I was. â€Å"Yeah.† â€Å"What for?† â€Å"I’ll be staying awhile. From what I hear, that room is my only option.† â€Å"True. There isn’t a Hilton for miles.† I could see why. â€Å"So, Damien, what made you run into the big woods half-dressed?† He cut me a quick glance at the sudden change in subject, then shrugged and picked up another glass to polish. I was reminded of his chest beneath the wavering moonlight, the smooth flow of his skin over rippling muscle. I took a third sip of soda. â€Å"Have you ever seen a forest fire?† Another lightning quick change in subject. I was getting dizzy. â€Å"Not up close.† â€Å"You don’t want to. They sweep across acres in minutes, killing everything in their path. Sounds like a train coming at you, and there’s nowhere to go, nowhere to hide.† His eyes were hazel – very light – a combination of green, brown, and yellow. They made me wonder what else he’d seen. What else he’d done. â€Å"I was getting ready for work and I smelled the flames, followed the scent until I found you.† â€Å"But you managed to put on some pants first?† â€Å"Would you rather I hadn’t?† Yes. The word whispered through my head, but thankfully it didn’t come out of my mouth. From the expression on his face, he’d heard me anyway. â€Å"You followed the scent of the fire through the forest?† I repeated. â€Å"Got a problem with that?† A big one. This guy’s nose was too damned sharp for a human. Too bad I was going to have to kill him. But a werewolf was a werewolf, and even gorgeous ones had to die. â€Å"Can you show me my room?† I asked. Jessie had given me the key and I hadn’t needed help finding anything since I was ten, but he didn’t need to know that. I wanted to get him outside. Even I balked at mertzing someone in front of a dozen other someones. â€Å"Sure.† He tossed the dish towel onto the counter. â€Å"Cowboy, I’ll be right back.† The little man lifted a little hand and kept talking to the old woman. As we left, I felt a dozen pairs of eyes on my back. Why were they so interested in me? Or maybe they were just interested in Damien. I know I was. Hell. I was too interested. Even now, my hands were clammy; my heart beat too fast. I didn’t want to kill him, and that was new. Usually I couldn’t wait. Of course I didn’t often meet my prey. I never spared the time for a conversation. We left through the back door. A set of stairs led up the outside of the building. His cabin was tucked into the trees, very small, damn near decrepit. I was glad I had the room instead. Most people would be worrying about what they were going to do with the body, how they would explain where this man had disappeared to. I didn’t have such troubles. I’d burn the body, and the J-S society would take care of the rest. Edward employed an entire division devoted to such explanations. Having the sheriff of the town on my side didn’t hurt, either. I did pause to consider if I was dancing too close to the line between human and psychopath. Sometimes I wondered. Usually late at night when I was all alone, rarely during hunting time with the silver moon shining bright in the sky and my memories alive in my head. Damien opened the door. It hadn’t been locked. Nothing new in town like this, I was sure. But considering the odd crew downstairs and the even odder ones loping through the woods, I’d be locking that from now on, thanks. Reaching inside, he flipped the switch. I wished he hadn’t. I couldn’t bear the sight of blood beneath electric lights. Too many memories, too much pain, so damn red it hurt my eyes. I reached past him, planning to shut it off. His fingers closed around my wrist and tightened. In an instant, the awareness was back, so powerful I couldn’t make myself pull away. He could easily have killed me as I stood there wondering what his mouth would taste like, what his skin would feel like. â€Å"What are you doing?† His voice had lowered to a growl, rippling along my skin like a tactile sound wave. He was so close I could feel his heat, smell his skin, a tantalizing combination of air and water with a hint of pine. Or was that just the flavor of the wind? Since he held my right hand in a tight grip, my left crept for the gun at the small of my back, not the most comfortable place to carry one but definitely the most secret. I’d planned to use the knife, less noise, but I couldn’t reach my boot. I was one step up from lame with my left hand. However, at this range I ought to be able to hit something vital without even trying. I looked into his eyes. Did he know who I was? Why I’d come here? What I planned to do? I couldn’t tell. It didn’t matter. My fingers closed over the butt of my gun. â€Å"You should let your hair grow.† I froze as an image slid unbidden through my mind. My twenty-two-year-old self, staring impassively into the bathroom mirror as I hacked off my braid with a butcher knife. I shivered despite the waves of heat coming from Damien like an open oven. He released my wrist. I could have shot him then, even used my good hand. But he brushed his palm across the shorn stubble of my hair, then dragged his knuckles down my cheek. I couldn’t move, could barely think. His thigh brushed my hip, his breath kissed my temple, and I didn’t leap back, didn’t even think about slugging him. I hadn’t been touched in years, hadn’t wanted to be. So why him? Why now? I craved the brush of his skin against mine at the same time the pulse of adrenaline urged me to kill him. A small sane corner of my brain wondered if he was practicing mind control. Maybe that’s what the werewolves were up to in Crow Valley. His hand turned and I caught a flash of something I hadn’t seen before, something that made my fingers fall away from the gun. He was wearing a ring. A silver ring. Any idiot knew a werewolf would never wear silver. How to cite Night Creature: Hunter’s Moon Chapter 5, Essay examples

Organizational Performance Management System free essay sample

In the pursuit of developing most appropriate organizational performance management system, many organizational performance management systems have emerged, making it difficult to choose the best organizational performance management system. The paper reviews the published literature on organizational performance management, and discusses the shift from traditional to new performance management system framework. Also, Balance Scorecard, which is one of the most commonly used approaches in measuring organizational performance, is discussed. Finally, five most important factors in designing organizational performance management are addressed. Introduction In increasingly competitive market, it is imperative that organizations design and implement an effective organizational performance management system to gauge their competitive advantage in the market. An Organization Performance Management System includes multiple activities that help in establishing the goals of the organization, and monitor the progress towards the target. It is used to make adjustments to accomplish goals more efficiently and effectively. Organizational Performance Management System can be best understood through considering the definitions of the words performance and measurement according to the Baldrige Criteria (NIST, 2001): Performance refers to output results from processes, products and services that permit evaluation and comparison relative to goals, standards, past results, and other organizations. We will write a custom essay sample on Organizational Performance Management System or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Performance might be expressed in non-financial and financial terms. Measurement refers to numerical information that quantifies input, output, and performance dimensions of processes, products, services, and the overall organization (outcomes). Performance measures might be simple (derived from one measurement) or composite. Underlying performance management at both the organizational and employee levels is a set of performance measures. Performance measures with respect to organizational performance are an instrument to assess progress against stated program and organizational objectives. With respect to individual performances it is to assess progress against stated performances objectives, or â€Å"results to be achieved† for individual employees or teams of employees (Good Carin, 2004). The objective of such system would be to increase the efficiency, effectiveness and performance at both organizational and employee level. The challenge for organizations today is how to match and align both organizational and individual performance measures with business strategy, structures and corporate culture, the type and number of measures to use and how to deploy the measures so that the results are used and acted upon. To address these challenges, organizations have been continually searching for an effective organizational performance management framework. Measuring organizational performance management has variety of uses. As per Vince Kellen (2003) those uses include monitoring and controlling activities, driving organizational improvement, maximizing the effectiveness of the improvement effort, achieving alignment with organizational goal and objectives, rewarding and disciplining. The Changing Role of Organizational Performance Measurement System How to create and measure organizational performance measurement system has been a persistent source of debate. Traditionally, organizational performance management system included measuring financial ratios, such as return on investments, cash flows, and cost of sales. Figure one below depicts traditional performance indicators, focused mostly on financial measures. Figure One Source: Frederico and Cavenaghi 2009 In the recent years the focus has been on measuring non-financial ratios, such as quality, customer satisfaction, safety and other stakeholders. Figure Two shows the new performance indicators, incorporating quality together with other financial indicators. Figure Two Source: Source: Frederico and Cavenaghi 2009 Furthermore, according to Shackleton (2007) financial measures prohibit the guidance and evaluation of an organization’s ability to create future value through investments in customers, suppliers, employees, processes, technology and innovation. Shacketon agues that the pressure for reporting on corporate performance today, has confronted the traditional managerial mindset of historical models for performance measurement, and has required them to be more innovative. Table one below illustrates the shift in the mindset and provides a comparison between traditional and more recent performance measurement systems. Table One TraditionalInnovative Based on cost/ efficiencyValue-based Performance orientedPerformance compatibility oriented Profit –orientedCustomer-oriented Short-term orientedLong-term oriented Prevalence of individual measuresPrevalence of team measures Prevalence of functional measuresPrevalence of transversal measures Comparison with standardImproving monitoring Aim at evaluatingAim at evaluating and involving Source: Shackleton, 2007 From the table it can be concluded that organizational performance management systems are moving towards relationship-oriented understanding of the whole organization progress. It is clear that financial indicators are not ignored, but treated as one piece of the puzzle in a more complex set of criteria’s in measuring organizational performance. Organizational Performance Measurement Approaches: Balance Scorecard Several approaches for measuring and managing organizational performance management system have evolved over time, including Balance Scorecard, Benchmarking, Business Process Reengineering, Continuous Improvement, ISO9000, Total Quality Management, Stakeholder Approach, and Performance Prism Approach amongst others. There is no single framework or model that will ensure success in implementing an organizational performance management system. Exploring all the approaches is beyond the scope of this review, hence Balance Scorecard is review at length since it most commonly used for measuring organizational performance. Balance Scorecard was developed by Robert S. Kaplan and David P. Norton in 1992. It was developed to remedy the weak and vague performance management strategies developed earlier that mostly concentrated on financial indicators.